HUMAN RESOURCES DIRECTOR
The mission of the human resources director is to define the company’s human resources strategy, then, after validation by the general management, to steer it and monitor its implementation.
Definition of the company’s HR strategy and policy
- Dialogue with general management about the company’s strategy to find out about the general objectives in terms of development of turnover and growth methods.
- Collect their expectations and needs from the company’s management on human resources issues.
- Follow the evolution of HR strategies of large companies and keep abreast of innovations.
- Define on the basis of all this information, the company’s HR strategy and have it validated by management.
- Declare the strategy by HR issues and set objectives
- Represent management with staff bodies to inform employees and unions of HR organization projects.
Supervision of teams and impetus for HR projects
- Recruit the collaborators placed under his responsibility ….
- Motivate and supervise its teams and develop their skills.
- Set the strategic course and define the objectives by major issues.
- Boost major HR projects / projects.
- Personally manage, if necessary, certain strategic files (see the paragraph devoted to possible activities).
- Arbitrate or be a force in proposing the choice of service providers (recruitment firms, communication agencies, software publishers, etc.).
Monitoring of implemented projects and evaluation of their results
- Follow the evolution of HR projects, control their execution, verify that the achievements are in line with the specifications.
- Ensure all or part of the interface with the other departments of the company, communicate on the implementation of HR projects.
- Provide reporting to senior management on the completion of these projects.
The human resources director can be responsible for the company’s internal communication and takes a close look at HR communication projects.
He is also sometimes in charge of general corporate services.
Even in the presence of specialist managers, he can be personally responsible for social relations and certain important negotiations with the social partners. He can manage the career of high potential executives.
He may be required to assume a share of external representation with the specialized press or other media, and to participate in external events related to the life of the company or to the HR function.
Finally, it can be associated with certain strategic decisions of the company, in particular during merger or acquisition operations. He can personally manage, or with the help of his collaborators, the organizational and cultural aspects of these reorganizations.
VARIABILITY OF ACTIVITIES
Depending on the size of the company, the HRD’s missions differ significantly :
In the groups, the HRD occupies a strategic position and its missions are focused on the harmonization of HR practices at the level of the different establishments and geographic areas. It therefore plays a role of impetus, arbiter and monitoring of the HR projects managed by its employees. In SMEs, the HR director thinks about the HR strategy but also invests in the operational, especially as its teams can be reduced. In most cases, he relies on his collaborators for personnel administration. However, it takes over all or part of the HR development field.
The nature of his hierarchical connection also influences the weight of his function and the smooth running of the company :
When the director of human resources is attached to the general management of the company, the HRD is more influential in the development and application of the company’s strategy. He can then dialogue as equals with the other major departments of the company. His weight is greater in the company when he is part of the management committee. When he is attached to a department director (secretary general, DAF …), his influence is less strong. His role is similar to that of an HR manager.
- President and CEO or CEO
- General secretary
- Administrative and financial director
CONTEXT AND FACTORS OF CHANGE IN THE BUSINESS
The role of the HRD now goes beyond personnel administration. This function has evolved considerably, in particular according to the economic and social context. Globalization and the economic crisis are shaping the business strategies to which human resources must adapt. HRD has become a veritable internal position of influence because it manages an essential resource for the company : its human capital, a central key in the search for competitiveness of the company.
HRD is now a business partner who must take into account the concept of costs and profitability of the HR function.
He is an advisor to senior management and is now part of the management committee. He is involved in the development of the company’s strategy.
Its role has become international : it must adapt human resources management to the diversity of profiles and cultures that evolve in the company.
In a fluctuating economic context, HRD must anticipate market developments having an impact on the organization of the company and in particular on the trades. To do this, he must have a good knowledge of the trades and their development and bring human resources closer to operational staff.
These changes have consequences on the skills expected and on the profiles sought by recruiters : HRD must now have a financial culture and be able to measure the added value of human capital. We are witnessing more and more diversification of the profiles recruited. HRD does not necessarily come from a human resources background but can come from a functional (financial) or operational (commercial, production) department.
It is also today confronted with a certain number of social issues (new expectations of employees at work …) to which are added regulatory changes affecting in particular social relations. It is up to him to put in place the necessary policies on issues such as diversity (gender equality, seniors, disability, etc.), the prevention of psychosocial risks … all of these elements being integrated into a social responsibility approach. of the company.
- Business schools ideally with option or specialization in human resources
- IEP with a specialization in human resources
- Bac +5 level training (master) in human resources management, human resources management and corporate social responsibility
- Training level Bac +5 (master) in business law and more specifically in labor law
- Bac +5 level training (master) in sociology, psychology or social sciences
- MBA Management of human resources
Duration of experience
This position is intended for experienced executives with at least seven years of experience.
- Knowledge of different functional professions (human resources, management, finance, IT, etc.)
- Global vision of the organization of the company
- Good command of IT tools and in particular HR software
- Good economic culture
- Anticipatory qualities, because the HR director must both perceive the reliefs of the company’s social landscape and scrutinize foreseeable developments
- Good combination of conceptual intelligence and operational qualities in order to move from idea to action
- Strong personality in order to manage its teams and disseminate its ideas and messages inside and outside the company
- Ability to identify strategic and operational priorities and find (sometimes urgently) solutions
- Sense of dialogue, listening skills, excellent interpersonal skills and ease of negotiation
- Qualities of risk assessment, particularly in the context of labor disputes, social risks …
Confirmed framework: between 70 and 150 k € (depending on the size of the company, the experience, the missions entrusted and the positioning of the HRD)
- Human Relations Director
- Social Relations Director